2008 Business Plan
A Strategic Business Development Plan

Organization | Business | Education | Community | Governmental

2008 Priorities

1. Provide active advocacy and leadership for comprehensive, coordinated regional workforce system model, that is employer-driven, demand-based, and business led – including implementation of communication strategies, increased regional coordination and authority, integration of regional workforce programs, and marketing initiatives that support current and future workforce needs of new and existing firms in Tuscaloosa County & West Alabama.

2. Complete “Culture Builds” strategic plan to define, develop and support strategies that leverage the cultural resources of Tuscaloosa County for economic development and enhancement of the area’s livability, with the goal of becoming of one of America’s most livable communities.

3. In collaboration with area public, private and non-profit sectors, hold Literacy Summit with a goal to establish a sustained West Alabama literacy initiative that will contribute to increased awareness, enhanced coordination, and improved literacy levels in Tuscaloosa County and West Alabama, especially in the areas of adult and workplace literacy.

4. In coordination and partnership with The University of Alabama, develop strategies and initiatives that contribute to full utilization and application of University capabilities and resources for addressing economic, cultural, educational and community development goals and opportunities in Tuscaloosa County.

5. Develop and implement an aggressive, board-led initiative to expand The Chamber’s membership base, retention levels, member participation, resources and influence.

ORGANIZATION DEVELOPMENT: SERVICES & OPERATIONS

PROGRAMS & FUNCTIONS

Purpose: Increase The Chamber’s membership base and participation by providing an efficient, customer-oriented structure, adequate resources; value-added member benefits; consistent communications; and quality service.

Objective
Implement consistent marketing and development initiatives to expand the organization’s human and financial resources.

Strategies

• Implement aggressive marketing and advertising plan to expand membership base, increase retention, enhance visibility and expand public awareness of The Chamber.
• Engage and hold Directors responsible for membership development and growth of The Chamber, including personal leadership in membership recruitment, membership relations and member contacts.
• Sustain membership recruitment year-round with a goal of a 1,200 accounts within a two-year period, utilizing staff, volunteers and commissioned sales representatives.
• Implement campaign to upgrade existing membership accounts that are at minimum dues to an appropriate membership investment level (fair share) in line with size of firm.
• Implement annual Chamber Champions resource campaign.
• Conduct and develop in-depth strategic plan for The Chamber to guide the organization over the
  next five years.

Objective
Implement and expand consistent communications plan that increases awareness of The Chamber’s mission, objectives, programs and measured results.

Strategies:

• Sustain consistent member communications through utilization of technology and online capabilities in order to expand awareness of Chamber goals and results, increase participation in Chamber programs, and add value to Chamber membership, including use of The Chamber’s online magazine, Perspectives, Member News, and other online and/or printed materials.
• Publish annual Chamber Resource Guide & Directory and maintain effective Chamber web site.

Objective
Increase retention of members and expand positive membership relations, contacts, and value-added services.

Strategies:

• Use quarterly member-feedback system to monitor needs, results and interests of members, including: customer surveys, utilization of Chamber Ambassadors and Board of Directors.
• Sustain active Ambassadors program with emphasis on personal membership contacts, networking and effective member communications.
• Hold scheduled networking and membership activities that provide a quality, enjoyable environment for fellowship, membership communications, and expanded participation, including regular membership orientations.
• Promote involvement of employees in all Chamber-member firms and organizations.

Objective

Enhance application of technology that adds value to Chamber membership and communications of The Chamber’s mission, objectives, services and programs.

Strategies:

• Sustain development, promotion and expansion of The Chamber’s web site as a value-added tool and benefit for Chamber members as well as the community.
• Explore use of website for revenue purposes and implement approved recommended actions.
  

BUSINESS DEVELOPMENT DIVISION

PROGRAMS & FUNCTIONS

Purpose:
To initiate, promote, market and sustain area business development opportunities that will contribute to an expanded economy, job development, enhanced support for existing firms, and a positive environment for prosperous business investment.

Objective
Implement plans that promote the community’s economic environment and image and that stimulates quality business development and investment by new and existing firms, and entrepreneurial ventures.

Strategies:

• Complete “Culture Builds” strategic plan to define, develop and support strategies that leverage the cultural resources of Tuscaloosa County for economic development and enhancement of the area’s quality of life and livability, with the goal of becoming one of America’s most livable communities.
• Develop, expand and implement appropriate marketing and image-building initiatives to promote the Tuscaloosa metro area as a destination for economic investment, retail, residential growth, cultural experiences and livability.
• Implement appropriate marketing and recruitment opportunities to expand retail sales; enhance competitiveness; recapturing lost dollars to other metro markets; expand the metro area’s commercial and retail investment; and promote the Tuscaloosa metro community’s business environment.
• Expand and sustain The Chamber’s web site and technology as a viable source of reliable economic, community and demographic information for business prospects, existing firms in the region, commercial and residential development.

Objective
Provide expanded support system and services for existing industries.

Strategies:

• Review need for an ongoing forum for existing industries that will contribute to exchange of ideas and issues; expand interaction among key existing firms to meet mutual needs; and contribute to better utilization of area resources and partnerships that contribute to productivity.
• Complete 2008 wage, benefits and skills assessment.

Objective

Work to enhance application of technology in area firms and provide member support services and training in use of new technologies and other small business development tools.

Strategies:

• Sustain continuing education and training in new technologies and best business practices through regular seminars and technology-based information for Chamber members.
• Maintain The Chamber’s Business Resource Center as a viable source of training, information
  and technology-applications for member-firms and small businesses.
• Complete internal technology audit of The Chamber in order to maintain The Chamber office as a model of technology application through use of cutting-edge technology and staff training.
• Implement annual “E-Cycle” Day to bring awareness of the importance of recycling technology-based
  materials.

Objective

Expand efforts to enhance, sustain and encourage entrepreneurial development and transfer of technology and research to the marketplace.

Strategies:

• Provide continuing education opportunities for entrepreneurial development and small business training that contribute to increasing and sustaining competitiveness.
• Coordinate and maintain efficient “one stop” business resource center for small business services and information through use of technology as well as a center for counseling and support.
• Develop appropriate initiatives in collaboration with public and private sectors to contribute to making
  Tuscaloosa County a “wireless” community.
• Partner with appropriate regional public and private sector organizations in the development of a long range “broadband” plan for the Tuscaloosa Metro area and the West Alabama region.
• Coordinate annual Entrepreneurs of the Year program.
• Coordinate Women In Business Council and implement approved goals, programming and opportunities for involvement.
• Sustain and encourage utilization of Service Corps of Retired Executive (SCORE) for small business counseling and support services.

Objective

Provide advocacy and support for central business district and riverfront development.

Strategies:

• Sustain efforts to monitor, promote and implement strategic plans, marketing support services and commercial development in central business and riverfront districts that contribute to coordination and cooperation with and among appropriate public and private sector agencies and organizations in Tuscaloosa and Northport.
• Provide advocacy and support for establishment of a “Main Street” initiative.
• Continue advocacy and support for relocation and redevelopment of the Corps of Engineers facilities.
• Complete assessment and make recommendations for community landscaping and architectural
  standards.
  

EDUCATION DEVELOPMENT DIVISION

PROGRAMS & FUNCTIONS

Purpose: Serve as a catalyst for educational improvements that prepare our youth and adults for our diverse marketplace and leads to a more qualified workforce and an effective, productive link between employers and education.

Objective

Sustain advocacy and support for implementation of a comprehensive workforce development system that contributes to meeting the needs of area employers.

Strategies:

• Provide active advocacy and leadership for a comprehensive, coordinated regional workforce system model, that is employer-driven, demand-based, and business-led – including implementation of communication strategies, increased regional coordination and authority, integration of regional workforce programs, and marketing initiatives that support meeting workforce needs for new and existing firms in Tuscaloosa County & West Alabama.
• As part of regional workforce system, seek to identify and apply best practices and models for apprenticeships, co-op programs, internships and other appropriate strategies that contribute to building a prepared, competent workforce to meet current and future job demands.
• Provide active leadership and support for full implementation of comprehensive workforce system at the state level, including advocacy for appropriate legislation that will insure sustainability of Alabama’s workforce development system.
• Identify and implement appropriate recruitment strategies to meet needs for high demand jobs.
• Implement Literacy Summit with a goal to establish a West Alabama regional literacy council that contributes to increased awareness, enhanced coordination, and improved literacy levels in Tuscaloosa County and West Alabama, especially in the area of adult and workplace literacy.

Objective

Provide coordination and leadership that fosters effective business-education partnerships that contribute to quality educational and enrichment opportunities for all students.

Strategies:

• Sustain effective management and coordination of adopt-a-school program with expanded emphasis on,
  communications, application of career-related programs, and other appropriate initiatives that will
  contribute to growing business-education partnerships.
• Fully integrate support and partnership with Junior Achievement that contribute to enhanced economic literacy.
• Assess, identify and recommend appropriate initiatives that will contribute to improvement in the
  drop-out rates in Tuscaloosa County.
• Continue support and advocacy for successful implementation of the Tuscaloosa Pre K Initiative.
  

PROGRAMS & FUNCTIONS

Purpose: Foster positive relationships between various community constituencies through leadership development, communications and collaboration to enhance the overall quality of life.

Objective
Provide leadership development opportunities and stimulate and facilitate volunteer involvement in community issues and needs.

Strategies:

• Sustain coordination and management of annual Leadership Tuscaloosa program.
• Review, restructure and revitalize Leadership Tuscaloosa Alumni Association.
• Evaluate opportunity for implementation of a “New Generations” or “Young Professionals” Council that would provide a forum and networking for development and involvement of the community’s young business and professional leaders of the future.

Objective

Provide forum and network to address issues related to Northport community that enhances expanded business involvement and leadership.

Strategies:

• Maintain an active Northport Advisory Council that assist with identification of specific issues and needs in Northport and that provides a forum to address and/or implement solutions.
• Utilize Northport Advisory Council to expand membership and active participation of Northport-based
  businesses in The Chamber.
• Provide coordination of annual Northport Citizen of the Year program, with expanded nominations,
  awareness, promotion and participation.
  

Objective

Foster leadership and a sense of community and history in Tuscaloosa County.

Strategies:

• Continue coordination of annual induction process and program for the Tuscaloosa County Civic Hall of Fame; and complete recommendation for establishment of a permanent display for the Civic Hall of Fame.
  

PROGRAMS & FUNCTIONS

Purpose: Represent the interests of members and the overall business community in order to enhance and sustain a positive business climate and to maintain advocacy at all levels of government.

Objective

Implement and sustain consistent issues management system that enhances The Chamber’s role in representing the interests of members and business community that influences public policy.

Strategies:

• Expand and sustain an active public affairs council as the primary coordination point for The Chamber’s issues management role, communications and governmental relations initiatives.
• Implement technology-based legislative and public policy issues communications network to keep members informed and to stimulate business involvement in identified public policy issues.
• Maintain regular meetings and communications with elected officials at all levels of government to build productive relationships and sustain advocacy role for business.
• Develop collaborative initiative that contributes to an enhanced and improved ”business friendly” environment for conducting business with and through local governmental leaders, agencies, and departments, and that streamline permitting, planning and other appropriate governmental processes for economic development purposes.
• Maintain and enhance visibility and presence of The Chamber in Montgomery and Washington through regular visits and use of networking with Chamber members, including the Washington Fly In and Montgomery Drive In programs.

Objective

Pursue initiatives to reduce crime and raise level of awareness of safety and security issues as an economic
development and livability issue

• In cooperation with public and governmental sector, law enforcement, and other appropriate agencies, support mutually-beneficial strategies that will result in sustained reduction of crime in Tuscaloosa County, including advocacy for recommended legislative and public policies.

Objective

Sustain active leadership and management of tax, license and fiscal policy issues on behalf of Chamber members and the business community.

Strategies:

• Maintain task force to monitor, communicate and manage specific tax, business license and fiscal policy issues, providing for regular communications to Chamber members on specific issues and policy positions and providing advocacy to appropriate levels of government.
• Monitor tax policies and incentives related to existing industries, and retail and commercial development; and make recommendations to Board of Directors for implementation.

Objective

Implement initiatives that contribute to assessment and advocacy of long range transportation and infrastructure needs to support expansion of the area’s economic base.

Strategies:

• Sustain active transportation and infrastructure task force to evaluate, monitor, encourage and contribute to unified short and long term transportation initiatives that support an expanding economic base.
• Provide advocacy and support for long-term development of a consolidated water and sewer system for Tuscaloosa County, including advocacy of recommendations contained in 2006 water and sewer study completed by The Chamber.
• Consider implementation of a “transportation summit” that would involve all public and private sector ”stakeholders” and development of a common vision and unified voice for Tuscaloosa County.

Objective

Sustain initiatives that enhance the environment of Tuscaloosa County to avoid designation as an EPA
non-attainment area as well as provide overall improvements in environmental quality.

Strategies:

• Continue coordination of environmental issues through the Environmental Task Force, including
  monitoring, assessment and other proactive initiatives related to regulatory and public policy issues.
• Design and implement proactive strategies to raise level of business and community awareness about
  air quality issues and solutions and foster public-private partnerships that contribute to sustainable
  quality physical image for Tuscaloosa County.
• Develop and implement initiatives in partnership with public sector that address recycling, storm water drainage, a clean and litter-free community, and protection and enhancement of Lake Tuscaloosa.